HR assignment essay help: E-HRM implementation
Introduction
The concept of e-HRM is implemented in various organisations for multiple reasons including its effectiveness in implementing the HR strategies, policies and practices. Web-technology-based-channels are made use in e-HRM and it provides a self service characteristic for managers, employees and HR professionals. This is an essay that critically analyses five different academic papers in relation to the the reasons for adaptation of e-HRM in various organisations and the results of its implementation
The base article chosen for the study is ‘e-HRM: Innovation or Irritation’. According to Ruel & Bondarouk (2004) ‘e-HRM is an innovation in terms of HRM’. After explaining the concept of e-HRM the authors are set towards filling the gap in the study of e-HRM that is explorative in nature. Since they require qualitative information, they have chosen to gather data through case study approach. The data for the study is gathered through interview method. The major purpose of the research is to define the goals of the decision makers when decided to implement the web tools for HRM purpose, the different kinds of e-HRM that could be differentiated companies and what are the consequences of implementation of e-HRM in the selected companies. The selected companies here are ABN-AMRO, DOW, FORD, Belgacom and IBM (Bondarouk, 2004).
The results suggested that only two of the three organisations had defined their goals where as others had an idea about what they wanted to achieve through establishing e-HRM. The major goals identified are to make the company global, improvement of the strategic orientation of HR, to improve internal client orientation and service delivery and to improve administrative efficiency. The researchers also identified a gap in the case of e-HRM and technical perspective of its adoption and usage by the employees and general managers. The adoption was different from the possibility and is time consuming. The main negatives after implementation are cost reduction and a reduction in the administrative burden. The danger of the information overkill cannot be ignored. But the most important e-HRM effect is strategic integration of the HRM in regard to strategy of the company, culture and structure. Most importantly e-HRM is not only about technology but about the mindset and behaviour of HR personnel, line managers and employees. The issue about security and confidentiality of the information have to be resolved. The authors have recommended for a further research on staged approach to e-HRM if it is a matter of growth or planning and how should it be implemented and what are its long term effects (Bondarouk, 2004).
The first article chosen is ‘The implications of implementing e-HRM systems in companies’ by Varma & Gopal (2011). This paper has an objective of identifying the challenges in association with implementation and maintenance of e-HRM systems and thereby to offer recommendations to increase its effectiveness. The paper presents a comparative picture of implementation of e-HRM between manufacturing sector and the service sector of companies in India (Maharashtra). The sampling units had at least three HR department running on e-HRM. The samples were 344 in the case of service sector and 656 in the case of manufacturing sector. The sampling units were chosen using Judgement and Convenience sampling. The data were collected using questionnaires and interviews. The author then presents a global scenario of e-HRM. Hypothesis testing was done on chosen variables of the questionnaire. the findings also proved that HR cost saving and control, time saving related to administrational matters, reducing paper work and to improve speed, accuracy and integrity were the main intentions for introducing e-HRM.
On the basis of hypothesis testing it was proved that more than half of the respondents agree with perspectives that employee profile should match in the case of e-recruitment, pay structure is defined and enhances performance related pay. E-learning helps them to update their skills, and is user friendly and has remained an effective change agent. The efficiency of e-HRM were not realised in administration and training. the author also presents a wide range of challenges in the paper including cost implications, alignment of e-HRM with other business requirement, security of information generated, managing the data, overkill and loss of human touch, difficulty faced by the traditional companies, return on investment, customisation in the right perspective and requirement of continuous and feedback. the author has also been successful in offering valid recommendations including planning for employees and organisations, assessing the flexibility of a solution before implementing, moving into service centre approach, e-recruitment, case management tools and compensation planning, importance of creating an effective e-statement, outsourcing HR administration, using data mining tools, investing in portal technology and many others. The author hints on options for further researchers to evaluate on the various options that are available for introducing e-technology based HR systems.
The second article chosen is ‘shaping Organisation with e-HRM’ by Shashank Kumar Shrivastav (2010). He mentions that the concept of e-HRM is an Implementation support system for HRM. According to him it provides complete online support for all management processes, activities, information technology and data. The main advantages of E-HRM being efficiency, reliability, easy to use tool and accessibility. It stresses the importance of adaptation of this technology. Though published in International Journal of management and technology, the article is devoid of inline citations, or a method for data collection or recommendations. It’s an article that suggests the importance of e-HRM and seems a far too simple paper for the intended for e-HRM audience. Though chosen with great expectation the article fails to impress. But literature review is enlightening.
The third article chosen was ‘Research in e-HRM: Review and Implication’ by Strohmeier (2007). The article reviews the current empirical work on e-HRM and its implications for the future research. The intention of the research is to kindle further debates in e-HRM. The frame work that is used for the research is responsible for distinguishing between the context, configuration and consequences of e-HRM and proposes that configuration will determine the consequences while both will be controlled by contextual factors. His frame work also distinguishes between the micro level and the macro level context. He refers to studies that have taken various approaches including survey approach; case studies, experimental approach and technical application via content analysis were referred by him. His research also found more than one level of analysis. The review also gave him answers on the basis of context, actors, strategy, activities, technology, consequences, individual consequences, operational consequences, relational consequences and transformational consequences. Theoretical implications in the same area were also concerned. The level of information is beyond summarising in this paper. Some of the limitations of the work were also identified and they are that this is a review that includes internationally peer reviewed journals and has omitted works that were unpublished research papers and published books. The review is narrative and non statistical in nature.
The fourth article is an article titled ‘Desired goals and actual outcomes of e-HRM’ by Parry & Tyson (2011). This is a research that analyses if the actual goals that were kept at the time of establishing an e-HRM were realised and the factors that impacted it. The method that is used here is a case study approach where the sample is ten in number. The organisations are all of UK base. The organisations chosen had implemented e-HRM at least a year ago. the samples were Marks and Spencer, BOC, Cancer Research UK, British sky broadcasting, Crown Prosecution Service, IBM, National Health Service, Nortel, Transport for London and Norwich Union. The results were that the reasons for implementation were efficiency improvement, service delivery standardisation and organisational image, to empower managers and transform HR into a strategic function. The limitation of the study is that the samples had implemented e-HRM recently and it is not optimal to use them for drawing conclusions. The author suggests further researchers to conduct an exploratory research and confirmatory research for validating the findings.
On comparing the quality of the papers it can be seen that the most effective research was conducted by shilpa and Gopal (2011). The research conducted was both quantitative and qualitative in nature offering a wide range of information with supported evidence. The base article has chosen the method of qualitative research and has included case studies. The different aspects of e-HRM are explained in this article and guides researchers towards further research. The data presented not only includes the aspect of the importance of e-HRM to HR but also to the administration of the organisation and the HR managers. The second article chosen was written by Shrivastav (2010) and appears a novice literature to be printed in the magazine after half a decade of invention. It is an article that would serve as a basic reference for people who are new to the concept of e-HRM. The third article by Strohmeier (2007), though only does a review have done an impressive job of gathering a bringing together the conclusions of the various authors. The article bombards the reader with information and is suitable for reader at an advanced level. The fourth article written by Parry and Tyson (2011) is very much similar to the basic article chosen. The basic article was published in 2004 and the contents are very similar in nature. The author himself is doubtful about the surety of his conclusions.
Conclusion
Implementation of e-HRM tends to be a trend in the modern world. The basis reasons of implementation of e-HRM remains the same as efficiency, reduction of time consumption, globalisation and improving the organisational image. E-HRM is a concept that has been accepted by the organisations to achieve the goals that are set and the challenges of implementing e-HRM do not alienate their passion in implementing e-HRM
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